Jakhongir Umarov, the owner of the B&B coffee chain in Tashkent, ventured into the world of food service while studying at a university in the United Kingdom. There, he experienced every stage of the business, from early shifts to operational management. This experience in the highly competitive English market, with its coffee culture and high service standards, provided him with a solid foundation for his future business.
Upon returning to Uzbekistan, Jakhongir aimed to implement the best European practices in his homeland. Along with two partners, he launched the B&B coffee shop, which gradually expanded into a network of eight establishments. The friends even opened an experimental café called Roots, but the project turned out to be unsuccessful and had to be closed. Later, disagreements arose among the owners regarding the development of the B&B chain, leading to a change in partners.
Jakhongir plans to enter the international market, starting with Dubai, as well as strengthen his positions in other cities of Uzbekistan.
Unsuccessful Location of Café Roots
In 2017, after gaining experience from opening B&B, my partners and I decided to launch a new project — Café Roots. We found a location that seemed perfect at first glance but was actually only 20 meters deep into the block from the main street. This seemingly minor detail turned out to be crucial. The flow of visitors was significantly lower than we anticipated, as the café was out of sight. This created an effect of an "inaccessible place," leading to low traffic. By the end of the year, it became clear that the project did not meet expectations.
This experience taught me an important lesson. Now I pay extra attention to choosing locations for new outlets. A café must be visible — located on busy streets or along main thoroughfares, rather than hidden deep within a block. The location should be part of people's daily lives: on their way to work, near schools or homes. When we open several locations in one area, it creates a presence effect, helps with brand recall, and strengthens the connection with the brand.
I have established three key principles:
- traffic analysis — it is essential to understand how many people pass by daily;
- favorable surroundings — proximity to offices, educational institutions, and other attractions provides a steady flow of customers;
- data over intuition — location selection should be based on research rather than assumptions. This requires time and resources but saves from unpleasant surprises and helps avoid repeating mistakes.
Choosing Expensive but Unsuitable Equipment
At the initial stage of developing the B&B chain, I aimed to implement high-quality standards. One of the first significant investments was the purchase of a premium coffee machine costing around 15,000 euros. This machine, equipped with advanced technology, ensured consistent coffee preparation through precise temperature and pressure control, along with a system for even water distribution. All of this promised high-quality beverages regardless of the café’s workload. I was confident that such equipment would give us an advantage and ensure stability.
However, it soon became clear that this machine was not suited to local conditions: issues with water quality and unstable voltage posed serious challenges. The machine required filtered water and stable voltage, which we unfortunately lacked. We also overlooked that the coffee machine was sensitive to the types of coffee used. As a result, on one of the busiest days, it broke down, completely paralyzing operations and leaving us with disappointed customers and financial losses.
This situation became a lesson for me. Now I approach equipment selection with greater caution. I no longer purchase overly new and experimental models, preferring equipment with a proven track record that has long established itself in the market. Currently, we choose machines made in Italy, costing between $7,000 and $10,000. It is important that the manufacturer has a local representative for maintenance and warranty support.
Moreover, my attitude towards equipment maintenance has completely changed. Regular technical maintenance is now the norm, and we engage specialized companies for this work. We understand that the reliability of equipment is directly linked to proper operation and care. This approach helps us minimize downtimes and maintain high-quality customer service.
Discrepancy in Business Vision with Partners
Three to four years after launching the business, it became evident that my partners and I had differing visions for the company's future. By this time, we already had two B&B branches and an unsuccessful launch of Roots.
At the start, we were on the same wavelength, all working towards a common goal, but as the company grew, it became clear that we envisioned its development differently. The main disagreement revolved around profit distribution. I believed it was necessary to reinvest earned funds into further development, while my partners insisted on dividend payouts. Although I had invested 50% of the capital and managed operations without additional compensation, the pressure mounted. They wanted quick results and profits, while I saw potential in long-term growth.
When it became clear that our paths were diverging, a decision was made to sell their shares. The evaluation process was complex but fair: we analyzed the business's profitability, applied market ratios, and determined a fair value. Potential buyers emerged, offering high prices. However, my partners, after consulting with me, decided to sell their shares to my brothers. This decision was not only strategic but also amicable — it ensured continuity and helped maintain business management within the family. This gesture of trust once again highlighted the importance of maintaining respectful relationships and honest dialogue, even when views differ.
After this experience, I realized that at the stage of forming partnerships, it is crucial to outline an exit plan for each participant, so all partners understand how their shares will be valued.
In my case, the lack of a pre-agreed exit plan complicated the process. Now I am convinced that a business's success starts with a well-drafted partnership agreement, clearly defining not only roles and responsibilities but also possible exit paths from the company. This creates a sense of confidence among all participants and allows for constructive relationships, even if paths diverge. Such an approach protects the business and its founders, ensuring transparency and fairness in relationships.
Management Crisis or Lessons in Delegation
As the B&B chain began to grow rapidly, I faced a new reality: managing multiple locations simultaneously is entirely different from leading a small team of eight people. At the outset, everything seemed clear and manageable; tasks were easily communicated to each employee, and control remained at the level of daily routines. But with the increase in locations came the realization that manual management and the lack of structured processes hindered the company's development.
We tried to implement management standards, but the initial approach proved insufficiently thought out. To develop procedures, we engaged local experts several times, which cost us about $10,000 to $15,000. Over nine years of the company's existence, this amount has increased approximately fourfold. Despite the investments, the results often fell short of expectations. This was due not only to the insufficient competence of the specialists we engaged but also to our search for a "magic pill" — hoping someone would come, fix everything, and leave. Ultimately, we realized that only full team involvement and a systematic approach could change the situation.
At the same time, we began developing internal procedures on our own. Our HR department, along with the quality control and IT departments, documented key processes, working closely with the brand chef, head barista, and branch managers. We detailed every aspect so that all employees, from regular staff to leaders, understood their responsibilities and adhered to common standards.
Over time, it